If organizations want to improve their business and increase long-term results, why do they use improvement methods without any scientific proof? Nine out of ten times, organizations are spending a lot of valuable time with implementing these improvement methods, based on...assumptions.
Research of the HPO (High Performance Organization) Center is unique, as:
1.There is now scientific proof of what does work.
2. Brand new proof of a parallel between all improvements
3. For the first time there is academic proof of what doesn't make an organization high performing.
With the results, managers can now work with focus on the right improvement methods and can save valuable time with eliminating non-proven methods. Many things that were conventionally considered as important improvement methods to become a HPO, are still important, but not truly necessary to become a HPO. Below a few of these 'old' methods:
Structure of organizations
Restructuring, very popular with managers, will not make an organization high performing. Restructuring must be for the benefit of the 5 HPO factors; otherwise it will likely work in a counter-productive manner. No particular organizational structure appears to have a direct connection with the results of a HPO. It therefore does not appear to matter which organizational structure an organization chooses.
Information Technology
Technology, and in particular information and communication technology, is relatively unimportant. Many organizations spend a lot of time and energy implementing new ICT systems. However, these actions do not in turn "automatically" lead to achieving HPO status. For example, implementing an automated CRM system will not automatically lead to employees becoming more customer-friendly. Here too improvement of the ICT must be for the benefit of the five HPO factors. The HPO factor will not be able to make continuous improvement without good ICT systems.
These two examples demonstrate that a lot of organizations, spend their time and energy incorrect. It is very important, when an organization uses tools like Information Technology and Restructuring, that execution of these improvement methods always back one of the five High Performance Organization (HPO) success factors (quality of management, quality of staff, openness and action orientation, continuous improvement and renewal and long-term orientation) in order to be successful.
Source: Dr. Andre de Waal MBA, based on a study of 280+ studies and a worldwide survey among more than 2,000 organizations. Using the HPO Diagnosis, organizations can now take it upon themselves to measure the quality of their management.
Research of the HPO (High Performance Organization) Center is unique, as:
1.There is now scientific proof of what does work.
2. Brand new proof of a parallel between all improvements
3. For the first time there is academic proof of what doesn't make an organization high performing.
With the results, managers can now work with focus on the right improvement methods and can save valuable time with eliminating non-proven methods. Many things that were conventionally considered as important improvement methods to become a HPO, are still important, but not truly necessary to become a HPO. Below a few of these 'old' methods:
Structure of organizations
Restructuring, very popular with managers, will not make an organization high performing. Restructuring must be for the benefit of the 5 HPO factors; otherwise it will likely work in a counter-productive manner. No particular organizational structure appears to have a direct connection with the results of a HPO. It therefore does not appear to matter which organizational structure an organization chooses.
Information Technology
Technology, and in particular information and communication technology, is relatively unimportant. Many organizations spend a lot of time and energy implementing new ICT systems. However, these actions do not in turn "automatically" lead to achieving HPO status. For example, implementing an automated CRM system will not automatically lead to employees becoming more customer-friendly. Here too improvement of the ICT must be for the benefit of the five HPO factors. The HPO factor will not be able to make continuous improvement without good ICT systems.
These two examples demonstrate that a lot of organizations, spend their time and energy incorrect. It is very important, when an organization uses tools like Information Technology and Restructuring, that execution of these improvement methods always back one of the five High Performance Organization (HPO) success factors (quality of management, quality of staff, openness and action orientation, continuous improvement and renewal and long-term orientation) in order to be successful.
Source: Dr. Andre de Waal MBA, based on a study of 280+ studies and a worldwide survey among more than 2,000 organizations. Using the HPO Diagnosis, organizations can now take it upon themselves to measure the quality of their management.
About the Author:
Learn more about professor Andre de Waal. Stop by Dr. Andre de Waal MBA's site where you can find out all about the High Performance Organization (HPO) Center and what it can do for you.
Aucun commentaire:
Enregistrer un commentaire